Business Transformation & the Role of Workforce Planning

Breffini CarpenterEUPAN April 2013

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My role in the organisation

Since 2005; to provide the Department with analysis and advice on organisational development, business process improvement, resource deployment and change management; and to co-ordinate the Department’s response to public service reform.

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My role in the organisation

A programme of internal reviews of business units have been completed (21 to date), including major reviews of the local office network, which has led to improved business processes and greater operational efficiency:· The Department’s staffing level has fallen from 4,800 in 2005 to less than

3,300 currently, a reduction of 32%. In 2012 alone, staffing fell by some 230.

· The cost of running the Department has fallen substantially since 2008, by some €76 million or approximately 25% (€303 million in 2008 to an allocation of €227million for 2013).

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Re-Organisation of Local Offices - the numbersIn 2005 the Department employed approximately 4,800 staff in 200 locations

including: 28 DVOs 20 standalone Environmental offices 10 Forestry offices

Today those 58 offices are 16; 42 offices have closed.

Today, less than 3,300 employed (32% down) – nearly half of that reduction came from the local offices.

Approximately €26million per annum is being saved.

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Before

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After

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Reasons for ChangeTo facilitate the more efficient management of

schemes & services – to drive down costs, especially important in the context of the downturn in the Irish economy

Changing working environment - ICT and badgers don’t recognise county boundaries

To provide an enhanced customer service.7

Enablers of changeNot our first time –culture of change in the Department

since 2005 – “change is the only constant”Major ICT developmentsRigour of analysisSenior management and political buy-inAcceptance by major external stakeholders, e.g. farm

bodies – “there’s not enough money for us both”Acceptance by staff / Croke Park; a new reality

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Re-Organisation PlanDetailed project governance in place for implementation of the plan for the new structure: Number of Department Offices (58 to 16) Staff Numbers (1,400 to 800) Business Process Improvement

All staff affected by the changes; we had active engagement with staff to ensure there were no surprises.

Avoid ‘implementation deficit disorder’. Project management arrangements must be up front.

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Relevance?

This was Workforce Planning before we had heard of Workforce Planning!!

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Workforce Planning - the formal processJanuary 2012: DPER issued guidelines – ‘A Workforce Planning

Framework for the Civil Service and Non-Commercial State Bodies’ - “Forecasting our future demands in the context of the business planning process to get the right people, with the right skills, in the right place at the right time.”

February to July 2012: Preparation of Plan including extensive internal consultation with senior management.

September 2012: Plan finalised.

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Key Steps

SCOPE AND INTEGRATE

STEP 1

ANALYSE DEMAND

STEP 2

ANALYSE SUPPLY

STEP 3

CONDUCT GAP ANALYSIS

STEP 4

CREATE STRATEGY & PLAN

STEP 5

IMPLEMENT & EVALUATE

STEP 6 12

The Agriculture Group is made up of the Department and the 6 non-commercial State Agencies under its aegis:

Agriculture Group Total 4,735

Department of Agriculture, Food and the Marine 3,269

Bord Bia 89

Bord Iascaigh Mhara (BIM) 119

Marine Institute (MI) 5

National Milk Agency (NMA) 133

Sea Fisheries Protection Authority (SFPA) 84

Teagasc 1,036

Each agency was responsible for preparation of its own plan and met with the Department while drafting.

Within the Department, three separate exercises took place:1. Analysis of the staffing supply2. Consultations with senior management on future staffing

demand3. Analysis of supply –v– demand to reveal any future gaps.

Methodology

Plan ContentOverview of the Agriculture GroupMethodology explainedOverview of current staffing and Employee Control FrameworkMandates of each organisation within the GroupList of documents influencing the PlanFuture challenges and opportunitiesSeparate plan for each of the Group’s 5 programmes A summary of group workforce plan 2012-16.

‘Interesting’ example of content

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<25 25-29 30 - 34 35 - 39 40 -44 45 - 49 50 -54 55 - 59 60+0

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DAFM STAFF AGE PROFILE 2012

AGE GROUPS

FTE

Workforce Planning & Business Transformation - Conclusion

What’s required? Common elements:VisionStrategyAnalysisTop management commitmentImplementation

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